Francesco/who-killed-jfk huggingface dataset:
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# CONFIDENTIALFITNESS REPORT - Frederick C. RandallSection D - Narrative Commentsme an unsolicited letter of appreciation for his efforts as their supervisor. We have all felt that one burns out in this kind of thing after about a year and a half; Fred and some of the first people to come aboard are a bit ground down, but, if anything, the quality has improved--witness the fact that we have yet to lose a case in court or to be forced to release a document we thought should be denied.Adding to the complexity of Fred's life during this period, was increasing involvement in non-FOIA litigation support, (e.g., ITT/Chile, the Socialist Workers Party case, etc.) both to me and to SA/DDO/O. Additional administrative complexity results from my having changed staffs, while being asked to retain the DDO Information Review Officer function. Hence, split daily support to me as well as periodic support to SA/DDO/O, poses a potentially ticklish situation with Fred's organizational supervisor who is Chief, ISS. In fact, Fred walks this tightrope quite well.Finally, Fred has persistently tried to convince others that there is a critical need for a centralized capability to assess the total Agency impact of decentralized information release, whether to FOIA, congressional, judicial, news media or other non-intelligence requesters. His efforts are about to bear fruit, since this will be an EAG agenda item next month.Whether it's bringing his professional overseas background to bear on the analysis for release process; protecting sources and methods in the now "open sunshine" context; trying to save resources and ensure efficient procedures; deal effectively and impressively with senior officers in this Agency and others; or supervise a collection of dedicated and hardworking people, firmly but with good humor and understanding, Fred has done an Outstanding job. He will be very hard to replace, and yet, he should move on.![signature]Charles A. BriggsCONFIDENTIAL
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# CONFIDENTIALFITNESS REPORT## GENERAL INFORMATION**SECTION A**1. EMPLOYEE NUMBER0121702. NAME (Last, first, middle)Randall, Frederick C.3. DATE OF BIRTH 4. SEX 5. GRADE 6. SD28 Oct 26 M CS-14 D7. OFFICIAL POSITION TITLE 8. OFF/DIV/BR OF ASSIGNMENT 9. CURRENT STATION 10. CODE (ck one)Ops Officer DDO/SS/PIC Ikus. HQS DP11. TYPE OF APPOINTMENT 12. TYPE OF REPORTCAREER RESERVE CONTRACT OTHER(Spec.) TEMPORARY ANNUAL REASSIGN- SPECIALXX XX MENT13. REPORTING PERIOD (from-to-) 14. DATE REPORT DUE IN O.P.1 November 1974 - 30 October 1975 November 1975**SECTION B QUALIFICATIONS UPDATE**IF QUALIFICATIONS UPDATE FORM IS BEING SUBMITTED WITH CHANGES, AND IS ATTACHED TO THIS REPORT, PLACE THE WORD "YES" IN THE BOX TO THE RIGHT. IF NO CHANGES ARE REQUIRED, PLACE THE WORD "NO" IN THE BOX AT RIGHT.**SECTION C PERFORMANCE EVALUATION**U-Unsatisfactory Performance is unacceptable. A rating in this category requires immediate and positive remedial action. The nature of the action could range from counseling, to further training, to placing on probation, to reassignment or to separation. Describe action taken or proposed in Section D.M-Marginal Performance is deficient in some aspects. The reasons for assigning this rating should be stated in Section D and remedial actions taken or recommended should be described.P-Proficient Performance is satisfactory. Desired results are being produced in the manner expected.S-Strong Performance is characterized by exceptional proficiency.O-Outstanding Performance is so exceptional in relation to requirements of the work and in comparison to the performance of others doing similar work as to warrant special recognition.SPECIFIC DUTIESList up to six of the most important specific duties performed during the rating period. Insert rating letter which best describes the manner in which employee performs EACH specific duty. Consider ONLY effectiveness in performance of that duty. All employees with supervisory responsibilities MUST be rated on their ability to supervise (indicate number of employees supervised).SPECIFIC DUTY NO. 1 RATINGChief, Privacy and Information Coordination Staff (UO/PIC) LETTER0SPECIFIC DUTY NO. 2 RATINGLETTERSPECIFIC DUTY NO. 3 RATINGLETTERSPECIFIC DUTY NO. 4 RATINGLETTERSPECIFIC DUTY NO. 5 RATINGLETTERSPECIFIC DUTY NO. 6 RATINGLETTEROVERALL PERFORMANCE IN CURRENT POSITIONTake into account everything about the employee which influences his effectiveness in his current position such as performance of specific duties, productivity, conduct on job, cooperativeness, pertinent personal traits or habits, and professional knowledges or talents. Based on your knowledge of employee's overall performance during the rating period, place the letter in the rating box corresponding to the statement which most realistically reflects his level of performance.RATINGLETTER01 MAR 1970CLASSIFICATION:CONFIDENTIAL
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CONFIDENTIALFITNESS REPORT - Frederick C. RandallSection D - Narrative Comments (Cont'd)professionalism and seems to have been made for it. As I said in a memo last October which resulted in a QSI for him, in spite of the ambiguity of the guidelines, constant pressure of short deadlines, very large volume of work and cultural trauma generated by the Acts, his performance has been Outstanding.Earlier fitness reports, in a different context, stated or implied some reservation about his energy or initiative or independent action. I can't imagine that we're talking about the same man. Close to 95% of the mass of Agency FOIA receipts have involved the DDO. I know all of the persons involved in other directorates and said, only 6 months into this year, that Fred was head and shoulders above the others, combining professionalism, tact, persuasiveness, analytic skills, tough-mindedness and pragmatism in sources and methods protection. The suggested policy, strongly influenced implementation, and debated, usually successfully, with the lawyers, with DDO branch, division and staff chiefs, with other Agency contacts and others above his current grade level--all with a sustaining sense of humor.As to management of his unit: he has consistently resisted empire- building opportunities, trying to keep his staff small. When growth was inevitable, he concentrated on quality in personnel selected for this atypical DDO work rather than accepting the short fix to the statistical backlog problem because routine or "passable" effort is not good enough in litigation. The best reflection of his managerial ability can be seen in an unsolicited testimony from his staff which I have attached to this report to make it a part of the official record; it is the first of its kind to come to my attention in my 23 plus years in the Agency. (If some jaded cynics in these days of non-credibility doubt the spontaneity and true feeling of Mr. Randall's staff in this action, and one or two of my staff have, I can only feel sad for them. This is a breath of fresh air to me.)Randall has made a singularly impressive shift in direction, has changed career category and, in my judgment, has unqualifiedly demonstrated his command of the position he holds. I have recommended recognition of that fact.Charles A. BriggsC/SS
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*CONFIDENTIAL4 February 1976.MEMORANDUM FOR: Chief, Services StaffSUBJECT: Fred Randall, C/DDO/PIC1. This memorandum is intended to state what we, the staff of DDO/PIC, think of our Chief, Mr. Fred Randall. Mr. Randall is not aware of this memorandum.2. We believe he is outstanding as a manager and fellow worker! His sensitive understanding of human relationships is balanced by a no-nonsense firmness to get the job done. Using extraordinary patience, brains, tact, and diplomacy, along with long hours and weekend time, he has set an example for his entire staff. Mr. Randall's deep knowledge of operations, his grasp of the implications of past operations on current activity, his determination to protect the Agency and the DDO from the devastating impact of unwarranted and unauthorized release of information, and his Judgement of the fine line between what should and should not be released under appropriate law and policy, have formed a major line of protection for the USG and the Agency.3. He has not hesitated to make decisions, nor to disagree when he felt disagreement warranted. A strong aversion to pyramid building has underlined his cost- consciousness to get the most done with the least amount of expenditures. Yet, his determination and firmness are based upon an open, objective mind, willing to listen to different views, and to change his position if he is convinced of the need for change.4. His strong desire to aid employees in career development is re-inforced by concrete actions, positive suggestions, defined tasks, and frequent checks to assess the quality and quantity of work product.'CONFIDENTIALE2 IMPDETCL BY 012170
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CONFIDENTIAL5. The nature of the task assigned to DDO/PIC includes the word by word review of thousands of pages of documents. The impact on the Agency, and the USG, of unauthorized disclosure of secrets, adds to the weight of constant decision making, and to the strain and tension of defending a crucial perimeter. And this perimeter is under an almost daily attack of erupting crises. Mr. Randall's dedication and superior ability in handling an onerous, difficult, and complex job, filled with frustrations that would dismay and discourage others, has been truly outstanding.6. Mr. Randall has had his finger in the dike for an incredibly long time. He has been operating in a hazardous, high pressure environment, fraught with penalties if he does not make the right decisions, and little recognized when he does. Yet, his common sense decisions have been accepted, and have become policy-- policy that ordinarily is made by very senior super-grade officers of the Agency. An assignment in DDO/PIC can burn out rapidly many competent individuals. Fred Randall is still going strong, and continuing to do an outstanding job!Andy AddonaAnna L. Lavy farkGon E. WolfAmitte B. SvictorCONFIDENTIAL
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# CONFIDENTIALCLASSIFICATION# FITNESS REPORT## SECTION AGENERAL INFORMATION1. EMPLOYEE NUMBER121702. NAME (Last, first, middle)Randall, Frederick C.3. DATE OF BIRTH 4. SEX 5. GRADE 6. ED28 Oct. 26 M GS-14 DAC7. OFFICIAL POSITION TITLEOps Officer Chief8. OFF/DIV ER OF ASSIGNMENT 9. CURRENT STATIONDDO/SS/FICHeadquarters.10 CODE (ch one)DAC11. TYPE OF APPOINTMENTCAREERXRESERVECONTRACTOTHER (Spec)TEMPORARYANNUALX12. TYPE OF REPORTREASSIGN.MENTSPECIAL13. REPORTING PERIOD (/rom-to-)3 February 1975 to 10 October 197514 DATE REPORT DUE IN O.P.30 November 1975## SECTION BQUALIFICATIONS UPDATEIF QUALIFICATIONS UPDATE FORM IS BEING SUBMITTED WITH CHANGES, AND IS ATTACHED TO THIS REPORT, PLACE THE WORD "YES" IN THE BOX TO THE RIGHT. IF NO CHANGES ARE REQUIRED, PLACE THE WORD "NO" IN THE BOX AT RIGHT.## SECTION CPERFORMANCE EVALUATIONU-UnsatisfactoryPerformance, is unacceptable. A rating in this category requires immediate and positive remedial action. The nature of the action could range from counseling, to further training, to placing on probation, to reassignment or to separation. Describe action taken or proposed in Section D..M-MarginalPerformance is deficient in some aspects The reasons for assigning this rating should be stated in Section D and remedial actions taken or recommended should be described.P-ProficientPerformance is satisfactory. Desired results are being produced in the manner expected.S-StrongPerformance is characterized by exceptional proficiency.O-OutstandingPerformance is so exceptional in relation to requirements of the work and in comparison to the performance of others doing similar work as to warrant special recognition.## SPECIFIC DUTIESList up to six of the most important specific duties performed during the rating period. Insert rating letter which best describes the manner in which employee performs EACH specific duty. Consider ONLY effectiveness in performance of that duty. All employees with supervisory responsibilities MUST be rated on their ability to supervise (indicate number of employees supervised).SPECIFIC DUTY NO. 1SEE ATTACHED MENDRANDUM IN LIEU OF FITNESS REPORTRATINGLETTERSPECIFIC DUTY NO. 2RATINGLETTERSPECIFIC DUTY NO. 3RATINGLETTERSPECIFIC DUTY NO. 4RATINGLETTERSPECIFIC DUTY NO. 5RATINGLETTERSPECIFIC DUTY NO. 6RATINGLETTEROVERALL PERFORMANCE IN CURRENT POSITIONTake into account everything about the employee which influences his effectiveness in his current position such as performance of specific duties, attentiveness on personal traits or habits and particular limitations of talents. Based on your knowledge of employees conduct on job, his representativeness personal appearance his level of performance during the rating period, place the letter in the rating box corresponding to the statement what most nearly reflect where his level of performance.RATINGLETTERCLASSIFICATIONCONFIDENTIAL15. REPORT CL BY
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## CLASSIFICATION## SECTION D NARRATIVE COMMENTSIndicate significant strengths or weaknesses demonstrated in current position keeping in proper perspective their relationship to overall performance State suggestions made for improvement of work performance. Give recommendations for training. Comment on foreign language competence, if required for current position Amplify or explain ratings given in Section C to provide best basis for determining future personnel action Manner of performance of managerial or supervisory duties and cost consciousness in the use of personnel, space, equipment and funds, must be commented on, if applicable. If extra space is needed to complete Section D, attach a separate sheet of paper.## SECTION E CERTIFICATION AND COMMENTS1. BY SUPERVISORMONTHS EMPLOYED HAS BEEN UNDER MY SUPERVISIONIF THIS REPORT HAS NOT BEEN SHOWN TO EMPLOYEE, GIVE EXPLANATIONDATEOFFICIAL TITLE OF SUPERVISOR TYPED OR PRINTED NAME AND SIGNATURE2. BY EMPLOYEESTATEMENT CONCERNING THIS EVALUATION OF MY PERFORMANCEHAVE ATTACHED HAVE NOT ATTACHEDDATE SIGNATURE OF EMPLOYEE3. BY REVIEWING OFFICIALCOMMENTS OF REVIEWING OFFICIALThere is no reviewing official for this report.DATE OFFICIAL TITLE OF REVIEWING OFFICIAL TYPED OR PRINTED NAME AND SIGNATURE4. BY EMPLOYEEI CERTIFY THAT I HAVE SEEN THE ENTRIES IN ALL SECTIONS OF THIS REPORTDATE SIGNATURE OF EMPLOYEECLASSIFICATION
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CONFIDENTIAL10 October 1975MEMORANDUM IN LIEU OF FITNESS REPORTSUBJECT: Mr. Frederick C. Randall, GS-14/71. This report is submitted as part of a package suggesting that Mr. Randall be awarded a QSI for his performance since becoming the DDO Freedom of Information Officer in February of this year. In this context, it is not appropriate that he see and sign this memorandum, since I want this to be a surprise. Nor, it seems, is it necessary to have a Reviewing Official for this interim report; the DDO has suggested, in commenting on my out-of-cycle recommendation of 8 August. 75 for Mr. Randall's promotion, that a memorandum be submitted recommending a QSI at this time.2. I consider Mr. Randall's performance as DDO/FIO (now DDO/PIC, for Privacy Act and FOIA Coordinator) to be Outstanding. As I have said elsewhere, he is, in my view, the most impressive of all the Agency F10's combining DDO professionalism, tact, persuasiveness, analytic skills and an informed, tough-minded approach toward sources and methods protection. I have received considerable laudatory comment about his work from OGC, OLC, O/DDA and within the DO.3. From a one-man operation with secretary, the FOIA activity expanded in four months to an approved 1/0 of 7, with a pending request for 5 more, and the possibility of further increases depending on public reaction to the Privacy Act and the amount of litigation that develops. Fred has done an excellent job of selecting his staff for what is an often frantic, frustrating and long-houred environment; he also manages them well, with humor and compassion and with high analysis and output standards. He is conscious of cost, particularly in human effort, in this exercise and of the need for balance in the application of secrecy criteria in today's environment. I am, obviously, impressed and pleased with his assistance, and feel comfortably supported by his group's efforts in avoiding or preparing for litigation actions in FOIA and Privacy Act cases.![signature of Charles A. Brigg]Charles A. BriggChief, Services StaffI certify that I have read the above report.![signature of Juborich Randall]CONFIDENTIAL
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# CLASSIFICATION# FITNESS REPORT## SECTION A GENERAL INFORMATION1. EMPLOYEE NUMBER0121702. NAME (Last, first, middle)Randall, Frederick C.3. DATE OF BIRTH 4. SEX 5. GRADE 6. SD28 Oct 26 M GS-14 D7. OFFICIAL POSITION TITLEOps Officer10. OFF/DIV/BR OF ASSIGNMENT 9. CURRENT STATIONDDO/FRD/III Headquarters10. CODE (Shade one)HOS DP11. TYPE OF APPOINTMENTCAREER XX RESERVE CONTRACT OTHER (Spec.) TEMPORARY ANNUAL13. REPORTING PERIOD (/rom-to-)1 November 1973 - 31 October 197412. TYPE OF REPORTREASSIGN-MENT XX SPECIAL14. DATE REPORT DUE IN O.P.30 November 1974## SECTION B QUALIFICATIONS UPDATEIF QUALIFICATIONS UPDATE FORM IS BEING SUBMITTED WITH CHANGES, AND IS ATTACHED TO THIS REPORT, PLACE THE WORD "TES" IN THE BOX TO THE RIGHT. IF NO CHANGES ARE REQUIRED, PLACE THE WORD "NO" IN THE BOX AT RIGHT.## SECTION C PERFORMANCE EVALUATIONU-UnsatisfactoryPerformance is unacceptable. A rating in this category requires immediate and positive remedial action. The nature of the action could range from counseling, to further training, to placing, on probation, to reassignment or to separation. Describe action taken of proposed in Section D.M-MarginalPerformance is deficient in some aspects The reasons for assigning this rating should be stated in Section D and remedial actions taken or recommended should be described.P-ProficientPerformance is satisfactory. Desired results are being produced in the manner expected.S-StrongPerformance is characterized by exceptional proficiency.O-OutstandingPerformance is so exceptional in relation to requirements of the work and in comparison to the performance of others doing similar work as to warrant special recognition.## SPECIFIC DUTIESList up to six of the most important specific duties performed during the rating period. Insert rating letter which best describes the manner in which employee performs EACH specific duty. Consider ONLY effectiveness in performance of that duty. All employees with supervisory responsibilities MUST be rated on their duty to supervise (indicate number of employees supervised).SPECIFIC DUTY NO. 1RATING LETTERSee attached memorandum.SPECIFIC DUTY NO. 2RATING LETTERSPECIFIC DUTY NO. 3RATING LETTERSPECIFIC DUTY NO. 4RATING LETTERAPICIFIC DUTY NO.RATING LETTEROVERALL PERFORMANCE IN CURRENT POSITIONCLASSIFICATIONRATING LETTER
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SECTION DCLASSIFICATIONNARRATIVE COMMENTSladkoto significant strengths or weuknesses demonstrated in current position beeping in proper forspective their relationship to overall performance State suggestices made for imprevement of work performance. Give recommandations for training Comment on foreign language competence, it rezowed for corrent portion. Amplity or explain ratings given in Section C to provide best boss for determining future personnel ection. Manner of portgrmance of managerial or supervisory duties dutie and card consciousness in the the of and funds, must be commented on, if apptisable. If estre space is needed to complete. Section D. attach a separate sheet of paper.114SECTION ECERTIFICATION AND COMMENTS1. BY SUPERVISORNONTHO EMPLOYER HAS DEREN UNDER MY. SUPERVISIONIF THIS REPORT HAS NOT BEEN SHOWN TO EMPLOYEE, GIVE EXPLANATIONDATEOFFICIAL TITLE OF SUPERVIGORTYPED ON PRINTED NAME AND GIGNATURESTATEMENT CONCERNING THIS EVALUATION CF MY PERFORMANCEMAVO STTАСНЕО2. BY EMPLOYEEDATEDIGNATURE OF EMPLOYEEMANOT ATTACHED3. BY REVIEWING OFFICIALCOMMENTS OF REVIEWING OFFICIAL4. BY EMPLOYEECLASSIFICATION
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CONFIDENTIALMEMORANDUM IN LIEU OF FITNESS REPORTNAME: Frederick C. RandallDATE OF BIRTH: 28 October 1926SEX: MaleGRADE: GS-14SD: DPOSITION TITLE: Chief, FR Division, Branch IIIOFFICE OF ASSIGNMENT: DDO/FR DivisionCURRENT STATION: HeadquartersTYPE OF APPOINTMENT: CareerTYPE OF REPORT: AnnualDATE REPORT DUE: 30 November 1974REPORTING PERIOD: 1 November 1973 - 31 October 1974EMPLOYEE SERIAL NO. 012170Mr. Randall has now functioned as a Branch Chief under my supervision for a period of about sixteen months and we have had ample time to observe him in action in this position. I rate him as an overall "Strong" and give him good marks for a steadily improved performanceE2 IMPDETCL. RY: 056030
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(Memorandum in Lieu of Fitness Report - Frederick C. Randall)during the rating period. Whereas I had indicated in his last fitness report a need for him to be more demanding in challenging faulty proposals or resolving problems which come to him at his Branch Chief level, he now exerts a good degree of initiative in independent action and offers good completed staff work to the Division Chief level for scrutiny. Mr. Randall's branch encompasses four (4) busy Bases (Atlanta, Boston, Los Angeles and San Francisco). He keeps effectively abreast of the operational developments coming out of each Base and represents this Division very persuasively in obtaining good guidance messages going back out to the Bases. He has also kept himself well informed on the Management by Objectives targets assigned to each of his Bases where a total of about forty (40) personnel are assigned, and has been strong in supporting his Bases' efforts to achieve these objectives.Mr. Randall has matured nicely as a manager these past months and is on top of the many administrativo, personnel and operational support problems which are of a frequently recurring nature in our type operational activity. He is also a good team player, has the best interests of this Division at heart, and gives thoroughly of himself in his job. He has worked hard in bringing himself up to his present level of performance which I appraise as an unqualified "Strong".CERTIFICATION AND COMMENTS1. By Employee: I cortify that I have geen this report.![Signature of Frederick C. Randall]Frederick C. RandallNov 20, 1974Date2. By Supervisor: Employee has been under my supervision 16 months![Signature of Russell F, Miller]Russell F, Miller DC/FR20 Nov 74Date
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# REVIEWING OFFICIALS COMMENTS (Frederick C. Randall)I concur generally with the comments of the rating officer. I believe Mr. Randall has shown improvement in his handling of his Branch Chief responsibilities. I agree that he has shown greater initiative in this reporting period than in the previous ones, however, I would still like to see a somewhat greater and quicker recognition on Mr. Randall's part of operational problem areas. Granted that this is a talent that is frequently hard to develop, it is nonetheless, essential for all Branch Chiefs in this Division to achieve a high degree of operational perspicacity. Mr. Randall has the ability and needs only additional experience to improve his focus on the operational targeting efforts of his respective Bases. He is a thoughtful and considerate supervisor, respected by his subordinates and he represents the Division very well indeed. Mr. Randall's career would be enhanced were he in a position to accept a field assignment which would get him into direct operational contact, i. e., recruiting and handling agents. Unfortunately, for family medical reasons he will apparently be confined to the Headquarters area for an indefinite period. On balance, I consider him to be a good Branch Chief who willingly works long hours and does his job well.![signature of Walter L. O'Brien]Walter L. O'BrienChief, FR Division![date]4 Dec 74DateI certify that I have seen the above Reviewing Officials comments.![signature of Frederick C. Randall]Frederick C. Randall![date]5 Dec 1974Date